My Resume

Executive Leader - Driven, collaborative, entrepreneurial, decisive, ROI focus

Work Experience
1999 – Present              Consulting IT, Inc.       Principal & Executive Consultant
Selected Results:

GE Healthcare – May 2015 – September 2015
Interim turn around Program Manager. Brought in to get stalled revenue cycle implementation project  back on track. Worked with stakeholders to understand issues and roadblocks. Rebuilt schedule, plan, infrastructure, security and budget to account for client scheduling and staffing issues.  Once project moving, transitioned to internal GE resources.

Dignity Health (Formerly Catholic Healthcare West) – April 2011 – January 2015

Interim Enterprise Program Director Ambulatory.  Leader for all ambulatory EMR implementations, revenue cycle applications and associated applications 2011, 2012, 2013. 

  • Led all ambulatory program and project managers, implementation teams in CA, NV, and AZ. In partnership with business, clinical and IT leadership created business plans and roadmap’s to match business need to IT strategic and tactical planning, providing options, solutions, recommendations and execution resulting in a 2012 ambulatory department first time for on budget ($4.5M), on time delivery of upgrades and services.
  • In 2012 facilitated significant organizational restructure to better meet clinical organizational needs.
  • Led the expansion of and transition of support teams in 2013.
  • Accountable for budget (2012 - $4.5M, 2013 – $14.4M), staffing, purchasing, contract and vendor management. Saved over $2M in 2014 related to EMR billings. Negotiated contracts with major ambulatory EMR vendors to the benefit of Dignity Health.
  • Successfully guided major new program ($162 million) through the Dignity Health Board approval process.
  • Created ambulatory total cost of ownership models for executive leadership to assist in clinical systems and business strategic planning.
  • Created Ambulatory Advisory Committee comprised of clinicians, business, IT and corporate resources to define strategy and tactical planning for ambulatory IT to achieve corporate strategic goals.
  • Established policy and procedure around change management with accountabilities to ensure systems stability.
  • Established regular project and program communications to track milestones, risks and budget variances to drive project and program decisions.
  • Created and led root cause analysis team to identify and remediate issues with upgrades, systems performance, and functionality issues with EMR.


University of Southern California – October 2010 – Feb 2011
Interim CIO for the Doctors of USC.

  • Led all functions for ambulatory revenue cycle operations, IT support for ambulatory revenue cycle and ambulatory EMR.
  • Mentored and coached staff on compliance with HIPAA and basic separation of duties to address audit findings.
  • Drove Federal mandate compliance by unifying 41 autonomous clinical groups into 1 cohesive organization.
  • Identified opportunity to increase annual revenue by $8 million through the implementation of KPI’s.
  • To recover lost revenue (Approximately $5 million per year) and to comply with HIPAA and audit findings implemented front desk re-training to ensure proper collection of insurance, co-pay and self-pay; restructured Revenue Services.
  • Outsourced collections to recover approximately $3 million a year in lost self-pay revenue.
  • Reduced revenue cycle costs by $115K annually by discontinuing products never used.
  • Provided direction and oversight of USC Care's IT Team on-going and planned IT projects and initiatives.
  • Assessed USC Care's IT operations and processes. Recommended improvements and implemented improvements approved by USC Care's Administration.
  • Implemented a formal project management process to manage and monitor all IT initiatives to insure strategic alignment.
  • Coordinated all initiatives with the business and clinical leadership to ensure priority setting and resource requirements are optimized.
  • Provided recommendations to team structure and resource skill sets required for an optimized IT Team.
  • Developed recommendations, system solutions and processes to respond to the internal audit demands for provisioning and security access policies.
  • Identified needs and requirements for hardware maintenance, backup/restore and disaster recovery requirements of the mission critical IT applications and systems.
  • Developed policy and procedures to transition the IT Team into an optimized and enhanced information system team that provides the ideal support for the entire system life cycle.
  • Created and executed succession plan to transition leadership back to internal Doctors of USC resource.


City of Minneapolis – June 2010 – September 2010
Renegotiated support section of outsourcing contract including roles and responsibilities for database and application support.

Quick Turn Medical Billing, Inc. January 2010 – Feb 2011
Founder and CEO of start up business in medical billing. Improved clients revenue by an average of 37%,

Minnesota Billing BDA Rapid Return Medical Billing November 2009 – January 2010
Delivered CEO coaching and management consulting in turn-around for medical billing company. Developed financial, operational tactical plans to return organization to profitability.

Various small clinics – ARRA HITECH business consultant April 2009 – October 2010

Provided strategic and tactical planning support for clinic, product selection, due diligence to ensure that they will meet “Meaningful Use” criteria and obtain their full potential for stimulus money. 


RealMed Corporation (now Availity)– Business Consultant – reporting to CEO, January 2009 – Sept 2009

A medium sized clearing house for electronic ambulatory claims processing, scrubbing and revenue flow management based in Indianapolis, IN.
Provided strategic and tactical planning support, assistance in development of acquisitions planning and proposals, business development, marketing to raise corporate profile.

Hennepin County’s Practis, (October 2003 – October 2008)

A subsidiary of Metropolitan Health Plan (MHP), was started to be a managed service organization (MSO) to provide billing, collection and electronic health record services to non-profit, not for profit clinics serving the economically disadvantaged and Medicaid populations.

Program Director/Interim COO/CFO (Post Implementation); Metropolitan Health Plan; May 2005 – Sep 2009 (8 direct / 22 indirect reports) Interim COO with full P&L accountability, directed and led the following: strategic and tactical planning, staffing plans, budget (2004 – $4.5M, 2005 - $5.3M, 2006 – $5.9M, 2007 - $5.5M, 2008 – $3.7M) and manage to budget, established policies and procedures for services, negotiated co-branding with key vendors for services, regular County Board communications. Established and maintained effective working relationships with County departments; facilitated unprecedented County inter-departmental cooperation.

  • Through the use and implementation of industry standards / best practices reduced patient no show rates for clinic from 40% to 17%;
  • Improved provider productivity from 17% to 46%;
  • Increasing revenue by 53%;
  • Increased arrived patient volume by 24%;
  • Reduced wait list from 9 months to 5 weeks;
  • Reduced transcription return time from 9 weeks to 72 hours.

Implementation Program Director; Metropolitan Health Plan,  October 2003  – May 2005 ( 7 direct reports ) Program Director for the successful implementation an IDX/Flowcast Practice Management (GE’s Centricity Business, GECB) and ALLSCRIPTS TouchWorks Electronic Health Records system for 4 locations and 100 providers. Created tactical plan and budget to address strategic plan goals including business development. Established budget for the MSO project at $25 million over 5 years, obtained executive and board approval.

  • Overall accountability for program and all projects, including staff, consultants, contractors, temps, vendors, budget, timeline, communications, reporting, risk planning and mitigation.
  • Negotiated all contracts with IDX (GE Centricity Business) and Allscripts (and other vendors) on behalf of the client. Negotiated a 35% discount from initial quotes for product. Negotiated for additional services including chart scanning and indexing, enhanced implementation support, bridge services for accounting support, help desk support and training.


     For the American Feed Industry Association (AFIA)
           Presented on IT outsourcing and presented at the Minneapolis Convention Center.

     For the City of Minneapolis

  • Defined services provided by information technology, defined delivery expectations for the services, and negotiated service level agreements. Created SLA templates and process templates using ITIL best practices as the basis.
  • Created, executed and analyzed internal customer satisfaction survey.
  • Created processes for incident resolution, service delivery review and documentation.
  • Performed operational support as it pertains to customer relations, communications and facilitation of incident resolution.
  • Staff augmentation as unit manager for 2 units, public safety and regulatory services.
  • Project advisor for Facility MAC (move add change) process coordinating IT resources including T-com & Data.


     For Wells Fargo Services Corporation / GE Capital ITS Managed Services

  • Led the consolidation and development of a new problem and change management systems for Wells Fargo Services Corporation as a consultant to GE Capital ITS Managed Services. The new system based on Remedy ARS 4.5, migrating from Vantive and Remedy ARS 3.2. Redevelopment of applications to meet the newly merged banks business and enterprise requirements.
  • Reviewed existing problem and change management systems, create project plan to merge.
  • Established and led team for enterprise requirements gathering, document functional specification.
  • Led development and support teams in 5 different geographic locations.
  • Started development and review process, turn project over to internal resources for completion.


1998 - 1999       Lang, Ball & Associates, Inc.
 Sr. Consultant, Co - Owner

     For Carlson Companies, Inc.

  • Project to document and publish production introduction processes, roles and responsibilities. (How to get something into Production) resulting in 40% reduction in production turnover failures.
  • Project to document operational tasks to transition from technical services to operations resulting in organizational alignment and reduction in support costs.
  • Project to define and document gaps in technical support, recommendations for new organizational structure, roles and responsibilities, budget associated for changes in staff skills and full time equivalents.
  • Project lead in Systems Management Environment (SME).Project consisted of Identifying core areas to be addressed, project plans etc. Product implementations for:
    • BMC Patrol (Unix and NT)
    • Software Artistry Expert Advisor (XA) (Now part of Tivoli support desk)
    • Control-M (Held for budgetary and staffing reasons)
    • Tivoli - TEC
    • HP Openview
    • Mainframe integration to Expert Advisor through Tivoli TEC
    • Legato Backup and Recovery (distributed systems)
  • Project lead for the implementation of Expert Advisor and conversion from previous problem management system for business unit technical and development staff. Implementation of this application resulted in organization shift from reacting to failures to failure prevention through proactive notifications prior to failure.
  • Application design for On-call management Integrated with XA, Application design for Event Management integration with XA and SME
  • Program manager and advisor for facility build out and move coordination from OTC to CMG for technology personnel, including T-com and Data. 


     For Carlson Marketing Group.

  • Led a technical integration of a $150 million-dollar acquisition. This included the migration of all hardware, software, staff, establishment of service levels, and the integration of support into Carlson Companies support services.


1997 - 1998       University of Chicago Family First Health Care
Vice President, Information Services

  • Provided technical direction and guidance for technology as it relates to the business, insuring that technology plans complied with the business plan.  Provide support to internal and external clients. Support internal systems consisting of Windows NT Server network, Novell, AS/400.  Provide technical interface to external clients for EDI transaction processing for claims, eligibility, provider directory etc.
  • Re-engineered, design and led development of Voice Response Unit to collect Health Assessment data about new health plan members. The data was used to identify new members with potential health risks or hazards and alert case management for preventive treatment.


1992 - 1997       MEDPOWER Information Services, Inc.
Vice President, Operations and Technical Services
Director, Operations

  • Reported to the CEO and President. Provide technical direction for platforms and technology, financial forecasting for local market, business plan modeling, strategic planning for future technologies, business consultant. Provide support Novell LAN, Tandem Cyclone/R, Windows, Windows NT and OS/2 Workstations. Created high level health care consulting division in 1995 responsible for 40% of organizational revenue (approx. $2.5M).
  • Led network and technical services staff in the implementation of Novell, OS/2, Windows NT, Windows, Windows 95, electronic communications with clients, and vendors through the use of EDI and a variety of communications protocols. These systems were setup for development using the Texas Instruments IEF Case Tool, the electronic receipt and processing of medical claim data, electronic mail for employees as well as customers, and administrative staff.
  • Support for hardware and software for a medical EDI System including
  • Remote Email, Internet Access and EDI for member clinics through existing practice management systems to insurance carriers.

     For University of Chicago Family First Health Care

  • Created an information systems strategic plan to achieve customer’s business plan. The goal of the business plan was to create a new HMO in Chicago in less than 6 months and 6 million dollars. Selected information systems products, technologies and negotiated all contracts for these systems to achieve business objectives on time and in budget. Led the implementation of all information systems for the organization.
  • Establish plan and build out for office area, data center etc. Manage build out, and move from temporary office space to perm office space.

     For Nasser, Smith & Pinkerton Cardiology

  • Developed business process re-engineering for IT staff, selected new practice management system, assisted in contract management. Provided high level project management support.

    For National Community Health Management Information Services Resource Center

  • Designed and led the development of a financial model (commissioned by the National Community Health Management Information Services Resource Center) to determine the cost of developing a community health care system (in conjunction with Microsoft, TRW, Ernst and Young).This model included hardware, telecom, staff, and applications development for all phases of implementation and could be used to project cost and revenue of a period of 1 to 5 years. 


1990 - 1992       Carlson Companies, Inc.
Manager, Technical Services
General Management of Technical Services – Support of client accounts, relationship management, recruiting strategies, and vendor partnering, budgeting and staff development.

  • Responsible for 6 Data General super mini computers, installation and management of an Amdahl 5880 IBM compatible mainframe, IBM 3090 200S, Sequent S82, Nixdorf. Provide consistent, reliable platforms for production and development staff.
  • In establishing service levels and systems performance monitoring, reduced the time to provide client reporting from 90 days to 30 days. Provided competitive advantages through several innovative projects reducing hardware and production reruns.
  • Improved systems reliability by over 80% through a series of operational improvements including hardware and software upgrades.
  • Led the technical services staff in improving operation efficiencies by over 40% through the establishment of operational procedures, systems resource management, the establishment of staff schedules, project definition and project management.
  • Led technical services staff in development and enhancement of report delivery systems improving customer report delivery time from over 90 days to under 15 days, 15 day earlier than contracted with fortune 100 companies.
  • Manage technical resources for voice and data cabling.
  • Coordinate, development and move of Mainframe data center from OTC building to CMG building.


1986 - 1990       RiaCor Consulting, Inc.
Manager, Commercial Systems Development
For RiaCor Consulting

  • Created business opportunities for a client that resulting in a divisional revenue increase of 370% over a four-year period. These business opportunities came through the acquisition of new clients and additional projects with existing clients, resulting in staff increases from 2 to 16 and revenue from $240K to $900K.
  • Led and managed all development staff assigned to customers. The customers were geographically spread out across the MSP metro area and business that ranged from lawn care, retail, manufacturing to insurance.
  • Requirements definition and design for multiple clients, systems maintenance and operations for multiple clients, systems performance and system tuning, project management, continuing client satisfaction and support, hiring new employees, prospecting for new clients.
  • Move and cabling of office and data center within building.

    For Carlson Travel Group

  • Created and led project to consolidate 5 remote data centers to a centralized data center. This included telecommunications, staffing, systems, and budget.
  • Implemented full systems integration between travel systems and corporate mainframes.
  • Designed, developed and implemented an Airline Regulatory Commission Reconciliation system.
  • Designed, developed and implemented a customer reporting schedule system.
  • Created and developed a new design for all programs to use an I/O handler to centralize all database and screen functions providing for future platform portability.
  • Development and move of Data Center within the OTC facility, Including all voice and data connections.

    For Minnesota Workers’ Compensation Insurers Association

  • Led the development team of the Minnesota Workers Compensation Insurers Association (MWCIA) systems. This involved working with executive management at MWCIA for project identification and planning, work direction for MWCIA employees, and on-site consultants for project and resource management.
  • Created and developed a new design for all programs to use an I/O handler to centralize all database and screen functions providing for future platform portability.
  • Coordinate move of office and data center from Downtown Mpls to Bloomington including all voice and data. 


1982 - 1986       Analysts International Corporation
Operations Manager, Product Development
National Sales Support
Operations Staff Member

  • Maintenance of system operations, change management for a leading edge case tool enhancing software development process, supervision of maintenance and enhancements, functional design for product improvements, trail installations for software prospects and technical support to software clients.
  • Trained new development personnel in product structures and in the use of system and utilities.
  • Designed, developed and implemented automated change managed system.
  • Designed, wrote, implemented and automated operations for a lead and sales tracking system using a fourth generation application development tool.
  • Lead all technical resources as they related to voice and data communications.